one hand and the public on the other. Nothing could be more disastrous than this in a democratic set up.

The proverbial disputes and controversies between the deliberative and the executive wing all over further create an extremely deleterious effect on the working of the civic bodies. We must, in fact, carefully understand that the members of the executive wing are also, witho t doubt, a wheel of the huge machinery, of which the representatives of the deliberative wing are another, not only as public servants. but also as citizens. They are no less interested in and concerned about the standard of civic services in the city, where they might be living or working. Conditions have, somehow, to be created, which would be really conducive to the smooth functioning of a civic or local body. For this, it is inescapable that the elected representatives and the administrators work and move ahead hand in hand, making all out endeavours-physical or mental-to facilitate the creation of an environment, in which the image of a civic organisation would surely and unmistakably brighten up.

Unluckily, however, it is common knowledge that the elected representative, a majority of whom at least are completely oblivious of procedures, regulations, rules and sensitivities, when they enter the local bodies are, as it were only slightly less so, when they leave it. The situation becomes worse when the appointment and control of a large proportion of those employees who occupy responsible position and are in a scale of pay the minimum of which is more than Rs. 700 is done by committee comprised of these elected representatives. It is not surprising to find that nearly 75% of items on agenda of such meetings relate to staff matters. Many officials induce the councillors to take sides and consequently the discipline and control over staff suffers a great deal. You may imagine the plight of a Commissioner who has little say in the determination of basic standards of classification and performance, administration of disciplinary measures, the formulation of employees relation policies or the raspon.

sibility for maintaining the moral of the administrative personnel. If he succumbs to the pressure from political parties he will be in a position to form dispassionate and objective view of the problems before him. The Corporation Act has therefore to be suitably amended if the local bodies the people. have to dispense requisite amenities to

In addition to the amendment of the Act, which is an imperative, the political alignment of the municipal employees, which has, so far, impeded and thwarted the growth of healthy and sound tradiThe employees-especially of the higher tions, should be relent es ly dealt with. strata know that the political elite are more powerful and influencial, and that it is difficult and impracticable for them to thrive and flourish, if they dare displease or ignore the corporators. They must not, in any way, incur their wrath or displeasure. They should, however, be made to know and understand clearly that in the interest of discipline, they have to work under the Commissioner and one loyality to him alone. This, as already stated, would be possible, only when the political patronage of the elected representatives is done away with after suitable legislation, which requires to be pushed through without any delay. A strict embargo on politicising by employees has to be imposed If this entrenched political liaison subsists on their part vis-a-vis the corporators, deep chaos would come up everywhere and the wheels of the machinery, howsoever smoothly we may like them to move on, would stop moving

Supervision and control, vigilance and discipline, systems and checks as also counter-checks, rigid enforcement of rules, and rapport with the public have therefore become highly essentials for any democratic set up, especially for a sensitive organisation like a local body. It is, therefore, necessary on the one hand, to strengthen and streamline the working of vigilance departments with a view to extirpating malpractices, deliberate procedural delays and nepotism. This is also necessary to rationalise the

working of the various departments to achieve greater efficiency.

There should also be a separate cadre for the municipal employees - senior or junior in which they would have opportunities of further promotion, according to a graduated scale and service regulations. It would be relevant to say that a feeling of belonging to an administrative set-up or boay is, in fact, essential to enforce the optimum performance of the staff vis a vis the civic body or any other administrative set up. The reasoning is that, unless civic organisations have an encadered staff of their own, which would automatically end, though gradually, and a radically changed methodology, no tangible results would come up. A reduced percentage of staff on loan or deputation from anywhere else may continue, but unerring steps be taken alongside to ensure that vested interests are not allowed to come up, grow or take roots. There must, in fact, be a system of exchange from local bodies to government departments and vice-versa.

Further, the modes of recruitment, rules and regulations, which exist only in a few cases, have to be framed and the present policy of 'adhocism' has to go. Nothing would give to the civic staff more content and self-satisfaction than this. Moreover, facilities as available in government, viz., provident fund, pensionary and terminal benefits, staff quarters and house building loans etc., which we do not have in a majority of civic organisations, should be extended to the corporation employee, all over.

We should have our staff recruited by the Staff Selection Board or Public Service Commission. An independent Municipal Service Commission, would, either singly or in case of minor local bodies jointly, constitute a more workable basis. This would attract merit too. unless this and other similar steps mentioned are taken or if this is done in bits, there will be a continued ranking at the hearts of the municipal staff-leading to consequential disanchantment and even mal-functioning. In this process no one

shall suffer except the citizen who is the real master in democracy.

The dictum that any system of administrative methodology will function as efficiently and effectively as the men responsible for working it, has, in the present context, a particular relevance and significance. A dis-satisfied or discontended functionary would work half heartedly and contribute not more than a pittance to the prosperity of the institution. It is, therefore, imperative to mould and motivate the individual worker, around whom the whole administrative machinery revolves, to inspire him to discharge his duties with a spirit of dedication and self-abnegation. It should, therefore, be the constant endeavour of the higher ups to instil in municipal employees a greater sense of responsibility and discipline than what is found at present.

The efforts made by the Municipal Corporation of Delhi in this direction are laudable.

(i) Recruitment regulations in respect of all the 444 categories of posts have been prepared within the last three years. All these R/Rs have been notified and compiled in a book form for ready reference by the Departments concerned.

(ii) Seniority lists in respect of almost all the categories of posts have been finalised barring only those where this could not be done due to some legal dispute. As a natural corollary 'adhocism' is found to be on the slowing down scale.

(iii) Reservation Rosters have been prepared as per Govt. of India's instructions.

(iv) A real boost has been given to the appointment of handicapped persons in 'C' & 'D' categories.

(v) A beginning has been made in the direction of reservation of posts for the sportsmen of rer own.

(vi) All cases of appointments on compassionate grounds have been decided.

(vii) A number of studies have been com

pleted by the O. & M. O. in the matter of creation and abolition of posts as also on the working of various departments. A cadre review Committee has been constituted to report on the cadrisation of municipal personnel and for bettering their chances of promotion. (viii) Progress of disposal of enquiry cases is being monitored and guide lines given to the enquiry officers from time to time to expedite these

cases.

(ix) Weekly hearings to the employees are given by the Commissioner and the Deputy Commissioners for the redressal of their grievances.

(x) All terminal benefits are made over, to the employees who retire, within a weeks' time. A function is arranged on that occasion to applaud their services. They are also given a momento by the presiding officer. If the lead given by the Delhi Municipal Corporation is followed, there would be no cause for feeling the pinch or wrangling of any sort among the municipal staff vis-a-vis the administration. Conforming to the adage, "Justice delayed is justice denied", this work should be entrusted to quick, honest and efficient hands and proper staff control exercised as a part of essentials, so badly, needed in any democratic set up. We should also not look or abundance in every thing to succeed; but following the principle of speed and invigoration aim at achieving results, by doing things with alacrity and speed, which would enable us to swiftly and drastically curtail inessential expenditure and augment our

revenue.

The obligatory and statutory functions of a local body are, however, such that the least disruption or interruption in this sphere would block the system itself. There are subtle nuances and sensitivities involved. Unlike government departments, 'dharnas and strikes' including hunger strikes and lock-outs, in any civic organization, only create a huge stumbling block. The public should, therefore,

agree that these be banned for good and an embargo placed on such activities, leading to any disturbance with or disruption of essential services like provision of water, public health activities, supply of electricity, the functioning of hospitals and primary education etc.

Personnel control ultimately implies that the employees and administrators plan together, like co-partners, with suitable direction and co-ordination and take steps with a view to achieving lasting results, both quantitatively and qualitatively. The control of end-products should be superintended effectively, at all stages. A civic body is a set up. where money is spent on ceremonials, at times, lavishly and extravagantly (subject as we are to human foibles-working or impelled to work recklessly and lightheartedly) as desired by the councillors, over functions and in chosen fields of activities and areas, where their interest specially lie. Rigid superintendence is required to put a stop to this, which will be in the interest of salvaging civic or public funds. No system of supervision can be fool-proof, howsoever carefully it may have been evolved. In fact, it would depend on how the functionaries acquit themselves and mets out the deserts visa vis the institution and the public.

The citizens should take interest in the civic set-up, which is dismally found to be non-existing and the local body must take good care of the tax-payer as a sine qua non in the existing conditions and circumstances In the present circumstances, the existence of an intimate government-citizen noxus is a must to justify the very purpose of a local government. The citizens should some how, be made to learn and realise that their interest are bound up with the administration. it would be essential for the purpose to keep the public posted with the difficulties and handicaps of the administration, mobilise their goodwill and secure their assistance in enabling the civic body to cross the rubicon and achieve lasting results Placed under circumstances as we are, we should not always look for

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The city of Delhi, has had an early start in planning a comprehensive Master Plan was prepared by the earthwhile Town Planning Organisation for the Delhi Development Authority. The Plan become statutory after receiving sanction of the Government of India in September, 1962. The Delhi Plan envisaged development of Delhi in relationship with its environs. Unlike other planning exercise, Delhi Master Plan was prepared as a result of a large number of studies, many of them were undertaken for the first time in the country and covering analysis of its many facets and activities. These include its demographic character, economic base, manufacturing industries, the role of federal government, employment in its overall economy, importance of business and commerce etc.

The myriad problems of Delhi were far too complex in nature to be tackled within the narrow confines of the union territory alone. The plan was, therefore, prepared in a regional context identifying spatial affiliations and interlinkages. The plan aimed at balanced and integrated development to take care of the past consequences and further growth of Delhi upto 1981. Its basic premises were:

(a) Restraining the size of population to keep the city's growth within manageable limits and to provide a reasonable level of services and amenities.

(b) Comprehensive scale of planning embracing various facts of life in the metropolitan area as well as larger region so that areas around Delhi could share the expanding opportunities and burdens inherent in a growth situation.

The Author

(d) A synthesis of Delhi's old and new by forging positive linkages and furnishing the minimum acceptable living standards for all and to progressively equalise living conditions and community facilities.

The land use plan of Delhi envisaged future development in a polymodal polycentric form with a spatial pattern based on positive relationship to be created between place of work and shelter. The plan conceived Delhi's urban area into eight planning divisions, self contained to a large degree in the matter of employment, housing and essential amenties. The circulation network was designed to facilitate restructuring the city. Further

in recognition of the financial constraints, the plan ruled out "clearance approach" for improving the living conditions in oldest parts of Delhi.

In order to realise the policy measures envisaged in the plan a progressive urban land policy was enunciated leading to the acquisition of almost the entire urbanisable limits proposed in the plan upto 1981,